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Cited by

• 2006Construction Principles and Design Rules in the Case of Circular Design248 cited
• 2008Fairness perceptions of supervisor feedback, LMX, and employee well-being at work223 cited
• 2007Managing Employee Performance and Reward131 cited
• 2007Managing Employee Performance and Reward: Concepts, Practices, Strategies105 cited
• 2023Perceived Fairness of Human Managers Compared with Artificial Intelligence in Employee Performance Evaluation86 cited
• 2012Analysis of architects' demotivating factors in design firms82 cited
• 2010Characteristics of managerial coaching79 cited
• 2021Leader knowledge hiding, feedback avoidance and hotel employee outcomes: a moderated mediation model75 cited
• 2019Performance feedback interviews as affective events: An exploration of the impact of emotion regulation of negative performance feedback on supervisor–employee dyads73 cited
• 2010It may not be what you think: Gender differences in predicting emotional and social competence72 cited
• 2009The Mediating Role of Feedback Avoidance Behavior in the LMX—Performance Relationship64 cited
• 2009Identity, Self-Awareness, and Self-Deception: Ethical Implications for Leaders and Organizations63 cited
• 2017How empathic concern helps leaders in providing negative feedback: A two‐study examination59 cited